Rapport - The - Global - State - of - The - PMO - R - 2010 PDF

The Global State of the PMO:
Its Value, Effectiveness and

Role as the Hub of Training
+1 (877) 766 3337 • +1 (703) 558 4445
An ESI International Study
www.esi-intl.com
Across numerous industries and in every region of the world, businesses have endeavoured
to boost their overall performance in project and program management. A central ele-
ment of their strategy has been to establish and continually expand their Project/Program
Management Office (PMO). A PMO is defined as an organizational body through which
businesses deploy project management. As a means to an end, rather than an end itself, many
PMOs take on a strategic, objectives-oriented role while other implementations tend to be
more tactical in nature. Regardless of the approach, the same questions apply.
In March 2011 ESI International undertook an investigation into the global state of the PMO to
determine its current perceived value, effectiveness and role as a hub of training by asking the
following:
• Do organizations even know whether their PMO is effective?

• Is it deemed valuable to the enterprise as a whole?
• Is the PMO really a Center of Excellence in which best practices are identified and made
available to their project managers?
Unlike the myriad of other studies on the topic, this examination encompassed respondents
from five continents in over 16 industry sectors, offering insights into the PMO from both a
PMO and non-PMO staff perspective. The study made invaluable discoveries about note-
worthy and significant regional differences that will help shape the deployment, operation
and overall improvement of the modern PMO.
About The Study

This study is based upon research conducted from a quantitative survey of senior level project
and program managers from a variety of industries around the world with a total of 3,740
respondents. Over 45 percent of those surveyed were PMO staff while nearly 37 percent were
non-PMO staff. Only 18 percent reported not having a PMO at all.
Key Findings:
• The discourse is shifting from determining PMO maturity to the value the maturing PMO
brings.
• More transparency is needed to measure PMO effectiveness.

• The PMO is a hub of project management training for some, but its positive influence on
career progression is questionable.
• The measurement of training impact is sorely neglected.

• Three in five question the value of the PMO.
• Most PMOs are not operating at a strategic level.
2 The Global State of the PMO: Its Value, Effectiveness and Role as the Hub of Training
PMO Structure and Function
PMO Maturity
A majority of organizations with a PMO (58.7%) claimed they had more than one, indicating a
decentralization of responsibilities across the enterprise. In addition, nine out of ten reported
that their PMO was one year or older while two out of five said it was in existence for more
than five years. From a global perspective, more than half of all PMOs are staffed with five or
more people. One out of three PMO staff members stated their PMO has more than ten staff
members while 45.6 percent of non-PMO staff members claimed their PMO had ten or more.
From a regional perspective, in the Americas more than half of PMOs are staffed with more
than ten people while the APAC and EMEA regions had a lower ranking in the category of ten
or more PMO staff members than the global mean (45.6%). In essence, the North American
PMO tends to be staffed with more people than elsewhere in the world.
While the PMO is coming of age, organizations are now looking more toward what the value of
the mature PMO will bring as it moves out of the traditional IT department to other areas of the
enterprise.
The Location of the PMO

The location of the PMO was evenly distributed among respondents within the IT department
(26.8%), within a business or commercial function (35.0%) or at the corporate level (30.0%).
Stakeholder communications with the executive level are firmly in the hands of PMO staff
with an overwhelming majority claiming either the head of the PMO, program director or
project/program manager is involved. Only 4.7 percent reported that the Chief Project Officer
(CPO) manages project-related communications with senior leadership. As this relatively new
job description matures, CPOs should expect to take on more stakeholder communications
responsibilities in the future.
The Global State of the PMO: Its Value, Effectiveness and Role as the Hub of Training 3
© ESI International, Inc. 2011. All rights reserved.
PMO Success in 2010 The PMO as Hub of Training… For Some
“Our PMO has developed On a global level from the PMO staff perspective, the PMO is the hub of training for three-
and deployed an agency- quarters of its project-related staff. Non-PMO staff disagree. Two out of five claim the PMO is
not actively involved in the training and development of project-related staff, thereby pointing
wide Readiness Network, to a disparity between what the PMO offers and what non-PMO staff perceive is available. It
which has standardised appears to be a communication issue as supported by a further finding in the divergent view
expectations, training in the number of training days many PMO staff claim is available (up to 15 or more) and the
number that the vast majority of non-PMO staff actually take (up to five).
and policy across the
enterprise.”
Approximately how many days of direct
—— Program manager in training per year does your PMO provide?
the U.S. government
PMO as a Hub of Training
45
PMO
40 Non-PMO
35
30
25
%
20
15
10
0
0-2 3-5 6-8 9-11 12-14 15 or
more
Days of Training per Year
Global Differences in Training
While both the APAC and EMEA regions have younger PMOs than the Americas, they seem
to have integrated the PMO as a hub of training more than the Americas. While the North
American PMO stands out in its provision of coaching and mentoring compared to the global
mean, it also demonstrates its lack of training requirements gathering compared to the rest
of the world. Across the board, the PMO’s involvement in conveying methodology takes first
place. As the chart below indicates, measuring training impact and soft skills development is
lacking in particular in the EMEA region.
How does the PMO get involved in the training

and development of project-related staff?
PMO's Involvement in T&D
(PMO Staff Perspective)
Core Competencies APAC

North America
Methodology
EMEA
Hard Skills Global Mean
Soft Skills
Coaching and Mentoring
Certifications (PMP, APMP,

PRINCE2, etc.)
Gathering Training Requirements
Measuring Training Impact
0 10 20 30 40 50 60 70 80
%
A cultural mind-shift Miscommunication Inside and Outside the PMO
needs to occur to empha- Sticking with the example of coaching and mentoring, non-PMO staff do not claim to receive
sise the importance of as many days of training in that area as the PMO staff claim is available. The disparity could
imply that while the PMO may make over two weeks’ worth of training available, the non-
coaching and mentoring.
PMO staff lack the actual time or the knowledge about its existence to take advantage of
the offering. Whether the reason lies in a lack of communication or not making knowledge
transfer a priority, a corporate cultural mind-shift needs to occur to emphasise the importance
PMO Success in 2010 of succession planning conducted through mentoring programs.
“We have been able to Approximately how many days of coaching and
run multiple projects with mentoring per year does your PMO provide (PMO staff)/
fewer staff than what do you receive from your PMO (non-PMO staff)?
we used to due to proper Coaching & Mentoring Provided by PMO
resource management.”
—— IT Project Manager
60
in Africa PMO
Non-PMO
40
20
0
0-2 3-5 6-8 9-11 12-14 15 or
more
Number of Days Offered Per Year
Disparity between Ground-level and C-level
View on Training Impact Measurement
From a senior leadership perspective, CPOs are much more optimistic about the ability of
trained staff members to implement what they’ve learned immediately on the job than
the other groups surveyed. Most everyone is in agreement and aware, however, when no
measurement is conducted.
Which of the following methods, if any, are used by

the PMO to measure the impact of training?
Methods PMOs Use to Measure Training Impact
(Executive Perspective)
60
Head of PMO
CPO
50
Global Mean
40
% 30
20
10
0
None Feedback On the ROI HR or other
forms job measures
impact
Feedback forms are a pop- Lack of Training Measurement: A Global-Regional
ular method of measuring Comparison
training impact. But, in In no other area is the global disparity as apparent as when investigating the issue of mea-
suring training impact. The North American PMO lags behind in having no impact measure-
terms of overall training
ment for its training programs (28.1%) while the APAC region supersedes the global mean in
measurement, North every area. These consistent results in the APAC region point to their overall cultural attitude
America lags behind in toward training measurement. Interestingly, the UK shares some of those attitudes, especially
this area the most. in the country’s tendency to use post-training feedback forms as a means of measuring
training impact. Return on investment (ROI) and immediate implementation back on the job
are particularly common measurement methods in the APAC region whereas the overall EMEA
region falls short of the global mean in both those areas.
Which of the following methods, if any, are used by

the PMO to measure the impact of training?
Measuring the Impact of Training --

Territory Comparisons
(PMO Staff Perspective)
60
UK
EMEA
50
North America
APAC
40 Global Mean
% 30
20
10
0
None Feedback On the ROI HR or other
forms job measures
impact
Lack of Training Needs Assessment While training is made
Well over half the respondents view the PMO as having a positive influence in the availability readily available by the
and effectiveness of training; however, personal development and career progression are PMO, the results indicate
significantly less impacted by PMO involvement. Part of the disconnect between training and
it may not be the right
career pathing could originate in the PMO’s lack of training needs assessment so that, while
training is made readily available, it may not be the right kind of training that employees kind of training because
require to further their careers. These findings place the current PMO as an effective body for needs assessment is often
talent development into question. lacking. The PMO is often
The following chart illustrates the level of PMO impact on training and development from a not viewed as a positive
non-PMO staff perspective. It demonstrates, by region, how many non-PMO staff responded influence on career
positively to the PMO’s involvement in providing effective training, enabling personal develop-
ment and career management, and assessing training needs.
progression.
The Positive Influence of PMO Involvement

in Training & Development
PMOs Impact on Training by Region
(Non PMO Staff Perspective)
100
Proper needs
assessment and
90 training
80 Personal
development and
70 career progression
Improvement in
60 availability and
effectiveness of
% 50 training
40
30
20
10
0
UK EMEA North APAC Global
America Mean
PMO Strongest in Methodology Training
From a global perspective, the PMO is strongest as a training hub for methodology and tools
(78.2%), followed by other hard PM skills such as planning, scheduling and risk management
(51.2%). Coaching and mentoring (46.1%) and other soft skill training (42.6%) lagged behind
considerably with the exception of the APAC region, whose results showed that over half
(52.0%) claimed their PMO offered soft skills training. Globally, only around two out of five
claimed the PMO played a supportive role in gaining professional certification (42.3%).
What types of training and support do

you receive from the PMO?
Types of Training
(Non-PMO Staff Perspective)
7%
Methodology and Tools
42.3% 78.2%
Hard Skills
Soft Skills
Coaching and Mentoring
Support for Professional Certification

Other
46.1%
51.2%
42.6%
PMO is Not Yet Integral for Career Progression
Further investigation demonstrated that while the PMO offers various levels of training with
varying levels of intensity, most non-PMO staff members were in agreement that the PMO
does not assist significantly in career advancement. The only exception was the APAC region
with a fairly even split between those who agree and those who do not.
Has PMO involvement made it easier to plan your personal

development and manage your career progression?
PMO's Positive Impact on Career Progression
(Non-PMO Perspective by Region)
70
Yes
No
60
50
40
%
30
20
10
0
APAC North America EMEA Global Mean
PMO Challenge in 2010 The Role and Value of the PMO
“Our greatest PMO When asked what role they think the PMO should play, nearly an equal number of PMO (22%)
challenge in 2010 was and non-PMO (23%) staff members agreed it should fulfill its role as a centre of excellence.
showing real value to the From the PMO staff member perspective, nearly half claimed it should be involved in some
level of project management. One senior business advisor to the Canadian government said
project and the organiza-
that the PMO “should support the organization in developing and implementing project
tion.” Project Manager management and project portfolio management frameworks and methodologies.” The survey
for a European Consulting findings are consistent with this claim.
Group.
Top Value Points for the PMO
The top three areas in which the PMO is most valued came in the form of improved workflow,
risk management and the provision of tools and processes. The APAC region showed the
most optimism with well over half of the respondents agreeing on the PMO’s positive influ-
ence in these areas. EMEA and North America were on par with one another in terms of risk
management; however, North America was also the least optimistic about the PMO’s value in
improving overall workflow.
Which descriptions best apply to your current PMO?

Role & Value of the PMO
80
Manages risk well
Provides team with right

tools and process
60 Improves overall
workflow
% 40
20
0
Questioning the PMO’s Value Whether inside or outside
Both inside and outside the PMO, about two in five said their PMO has never been questioned, the PMO, a vast majority
while around 60 percent claimed it had. When asked who questioned the PMO, a disparity of the respondents (60%)
between PMO and non-PMO staff responses emerges. Sixty percent of PMO staff say execu-
claim their PMO’s value
tives and customers question the value while 58 percent of non-PMO staff say project and
program managers question the value. The divergent views may have to do with the PMO has been questioned.
staff’s proximity to the executives and their more direct exposure to executive opinion. At the
same time, non-PMO staff may feel the PMO is too rigid, issuing directives to them about what
and how they should do things. Further, non-PMO staff may question the value of the PMO
because, as seen above, about half claim the PMO is not contributing much to their career
advancement. At any rate, with 40 percent of PMO project/program managers and 58 percent
on non-PMO ones questioning the value of their PMO, its perceived value is far from clear.
To your knowledge, has the value of the PMO recently been

questioned by any of the following stakeholder groups?
Roughly two out of five said their PMO has never
been questioned, both inside and outside the PMO.
90
Non-PMO
80 PMO
70
60
50
%
40
30
20
10
0
Never Senior Program Project Int or ext
mgmt mgrs mgrs customers
Only one in five PMOs is PMO Maturity on a Global Scale
operating at the strategic EMEA, APAC and the Americas pretty much agree that the PMO is well on its way to maturity
level worldwide. PMOs are with the largest respondent pool claiming all stages (one through six) are in place but still
evolving. Stages one and two have the strongest showing with most PMOs reporting comple-
strongest in reporting on
tion of those stages. Stage five has the weakest showing as it has the highest percentage in all
projects (stage 1) and the lower categories such as “not yet part of the PMO remit” and the lowest percentage under the
weakest on determining category “fully proven and embedded.” Over all, most PMOs are not operating at a strategic
project ROI (stage 5). level: only 20 percent report they engage in portfolio management, and 15 percent report that
they track ROI and benefits realization.
The following PMO functions represent stages in the

evolution of a PMO (and provide evidence of its growing
maturity). Which function(s) does your current PMO fulfil?
PMO Maturity by Evolutionary Stage
100
Not part of remit
Not fully in place
80 Still evolving
Fully embedded
60
%
40
20
0
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6
Stage 1: Gather and report on project progress and data
Stage 2: Develop and enforce standards, methods and processes
Stage 3: Manage, allocate and control PM resources
Stage 4: Manage dependencies across multiple projects and/or programs
Stage 5: Track and report on project ROI and benefits realisation
Stage 6: Manage the health of the project portfolio
PMO Maturity by Region PMO Success for 2010
The EMEA region showed the least amount of agreement around the final stages of maturity “Our PMO has led to the
as compared to the global mean. The UK stands out, however, with an above-average state of improvement of our
PMO maturity compared to the rest of the EMEA region, pointing toward its relative progress in
the area of project management.
project management
system.”
PMO Maturity by Evolutionary Stage – Territory Comparisons —— UK Head of PMO in
PMO Maturity by Stage & Region the energy sector
80
UK
EMEA
North America
60 APAC
Global Mean
% 40
20
0
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6
PMO Challenge in 2010 Disparity of Ground-level and C-level View on PMO Maturity
“The introduction of Overall, senior leadership has a more optimistic view of its PMO’s maturity than the PMO heads
project management or other PMO staff members themselves. While all groups view the first two stages in a PMO’s
evolution with the same eyes, diverging opinions emerge by stage three. The CPOs and PMO
means cultural changes heads consistently viewed their PMO as more mature than the global mean. Aligned with the
and this is always a chal- disparity of opinions when it comes to training measurement, this finding reveals the CPO’s
lenge as we touch on new removed position from the day-to-day operations of the PMO. The CPO intrinsically perceives a
higher PMO maturity than those ‘in the trenches’.
people and departments.“
—— Head of PMO, Financial Seasoned, Certified PMO Staff with Regional Differences
Services in the U.K.
When examining the number of seasoned and certified staff members globally, an over-
Not only are PMOs whelming majority of PMOs (66.8%) staffed themselves with less than or just half of its
reaching a global state of employees who have any kind of certification at all. Fifty percent of respondents in the APAC
region, for instance, claim only up to 25 percent of its PMO staff members have certification
maturity, but their staff
while around 15 percent in the APAC region claimed up to 50 percent had certification. In
members are, too. North America, certification is more evenly distributed among PMO staff with one in five
claiming up to 100 percent certified staff members. On a global scale, 56 percent of PMO staff
reported that the PMO provides support and guidance for certification while only 42 percent
of non-PMO members claimed the same.
PMO Success for 2010
It is clear that a large number of PMO staff were not certified at the time of this survey. These
“More and more of the findings do not reveal those who may have been working toward their certification, but given
employees involved in the age of many of the PMOs responding, the achievement of earning certification may not be
a strong driver for professional growth. Prior research has shown that the experience of the
our technology projects
PMO staff is a key criterion when judging the perceived value of the PMO. Certification remains
see the value of PMO to be one indicator in which people view staff as either experienced or not.
involvement through
the project managers.
In fact, several of our
front-line managers want
more project managers
available for lower level
projects. This is a big win
in our organization.“
—— Head of PMO for a
US retail company
How many of your PMO staff members hold a professional
certification, e.g., PMP, APMP, PRINCE2 (PMO Staff)?
How Many PMO Staff Hold Certifications?
% of PMO Certified Staff

60
0-25
26-50
50
51-75
40 76-100
% 30
20
10
0
While certification is not as evenly distributed as one might think, every region staffed its
PMOs with more experienced employees. In fact, a majority of global PMO staff members were
found to have five or more years of project experience (81.4%), indicating that not only the
PMO is reaching a global state of maturity, but its staff members are, too.
On average, how many years of project experience

do your PMO staff members have?
Average Years of Project Experience

(PMO Staff )
24.4% 18.6% Less than 5

Between 5 and 10 years
More than 10 years
57%
Results from North Who Reports to the PMO and Where?
America indicate its At the same time, it was surprising to find that fewer than half of all project managers reported
project management directly to the PMO in most of the world. In North America there was an even split between all
project managers and no project managers reporting directly to the PMO, which may indicate
culture is rapidly
project management is progressing more quickly there than in the rest of the world.
progressing with a 50-50
split between project Approximately what percentage of your organization’s
managers both inside and project managers report directly to the PMO?
outside the PMO. How many PMs report to the PMO?
50
0-25%
26-50%
40 51-75%
76-100%
30
%
20
10
0
PMO Strongest in Methodology and Project Monitoring
From both a PMO and non-PMO staff perspective, the global PMO has been found to con-
tribute to a moderate degree in the areas of training, resource management and communica-
tion. Consistent with other findings, organizations reported that the PMO was responsible
to a greater extent for improved processes, standards and methodologies, better project
performance monitoring and project measurement.
Key Achievements and Improvements by PMO in 2010

PMO Staff perspective Non-PMO Staff Perspective
Managing projects…………………44% Managing projects………………41%
Resource management…………….10% Improved communication…..6%
Improved communication………….7% Training & reporting…………….6%
India is particularly client- PMO Effectiveness
facing when measuring
its PMO effectiveness; Lack of Transparency around PMO Effectiveness
however over all, more A key finding in this study is the lack of measurement for PMO effectiveness in most of the
transparency is needed world. The majority of non-PMO staff respondents does not or does not know whether their
so that non-PMO staff are organization measures PMO effectiveness. In the APAC region roughly one out of three claims
they do measure effectiveness while two out of three either do not or don’t know whether
equally aware of which they do or not. As with training measurement, North America shows the greatest need for
measurement standards improvement with non-PMO staff as only 18.3 percent of those respondents, as opposed to
the organization utilizes, 51 percent of PMO staff, claimed their organization measures PMO effectiveness at all. The
discrepancies between PMO and non-PMO staff point to the need for more transparency
if any.
about effectiveness measurement throughout the organization.
Staff members outside the PMO are particularly unaware of effectiveness measurements as
illustrated in the chart below.
Does your PMO measure and report formally to

you and the business on its own effectiveness?
Does Your PMO Measure Effectiveness?
100
Don’t Know
90 No
80 Yes
70
60
% 50
40
30
20
10
0
Measuring PMO Effectiveness: A Global to Regional View
Organizations that do measure effectiveness use various methods to do so. Delivering
projects on time and to budget is very much the main measuring stick for PMO effectiveness
worldwide, yet that is only one piece of the PMO effectiveness puzzle. Success has not only to
do with on-time and to-budget project delivery, but also with client satisfaction. On a global
level, 73.3 percent claimed the PMO communicates and reports its own effectiveness through
projects delivered on time and to budget while 66.4 percent claimed PMO effectiveness was
expressed through an increase in successful projects. Almost 61 percent pointed to customer
satisfaction. It is notable that India (71%) had the highest rankings under the category
‘increased customer satisfaction’ as their guide to PMO effectiveness, pointing to their client-
facing perspective on the global stage. The existence of an enterprise-wide methodology as a
measurement of effectiveness played a particularly important role in North America.
PMO Effectiveness Measured By Region

How PMO Effectiveness is Reported
80
UK
EMEA
North America
60 APAC
Global Mean
% 40
20
0
Project Higher Increased PM's raised Proficiency Common On time/to- Resource
Success ROI customer profile and staff methodology budget management
on satisfaction enterprise- motivation project
projects wide delivery
Perceived PMO Value Is Wavering
While the establishment of official measurement for effectiveness continues to plague PMOs
worldwide, the perceived value of the PMO is wavering as well. From an external perspective,
more than half (60%) claim the PMO is good, very good or excellent at meeting business
objectives while around forty percent rated their PMO as fair to poor. Even though PMOs are
maturing, a significant number of them are not perceived as performing as well as they could.
The question remains as to why. Given the global evolution of the PMO, the conversation
is expected to move away from PMO maturity and more toward how well the mature PMO
contributes to the organization.
To what degree does your PMO fulfill its role?

To What Degree Does Your PMO Fulfill Its Role?
2.4% 6.9%
13.7% Poor
Fair
Good
Very Good
Excellent
33.9%
43.1%
Top Challenges and Successes
When reflecting on the past 12 months, survey responses indicate that the top three challenges facing their PMOs included pro-
cess, scope and methodology adoption; stakeholder buy-in; and a lack of resources. At the same time, PMOs had well established
themselves as the purveyors of methodology, showing their greatest strengths in the areas of best practices and technology.
As they continue to mature, PMOs will need to fine-tune their ability to adopt training models that best serve organizational
needs by measuring their ROI. It can be observed that even a mature PMO can continue to increase its perceived value to the
organization by evolving in step with the rest of the organization. Improvements in enterprise-wide communication can help
tremendously in reinforcing that value.
Outlook
When placed into question, PMOs were most likely scrutinized by senior management, pointing to the crucial need for improve-
ment in executive level support of the PMO, in particular. As the reverberations from the world financial crisis slowly subside,
PMO budgets will continue to be subject to intense scrutiny in much the same way that budgets for all operating divisions will be
scrutinized. Budgets will only increase for those PMOs to which a greater percentage of project managers report directly into the
organization.
While the majority of respondents perceive the PMO to have significant business value, most do not have or are not aware of a
standardised measurement for determining PMO effectiveness. One way in which organizations can improve their chances of
PMO impact is to establish formal effectiveness measurements on both the training and PMO levels. By implementing both pre-
and post-training assessments, PMOs can foster their role as the hub of training for everyone in the organization while reinforcing
their value. By measuring for PMO effectiveness, organizations can leverage the PMO not only for tactical project support, but also
for more strategic, enterprise-wide professional development.
Across the globe, the PMO is excellent in conveying methodology; however to have long-term relevance, it will need to improve
its ability to provide coaching and mentoring along with other soft skills training to invest in tomorrow’s leaders today.
From a global perspective, this survey shows that, while PMOs have had moderate success in impacting training, improving
processes and offering project support, the road to maturity also contains some growing pains. Deeply entrenched in corporate
culture, the PMO may have a way to go on its path to progress, but it is also a body that most organizations at this juncture would
not want to do without.
This benchmarking study serves as the first in an annual investigation that will continue to monitor PMO trends and themes to
identify areas of improvement in the field of project management worldwide.
Survey Methodology
+1 (877) 766 3337 • +1 (703) 558 4445
The online survey took place from March 4-18, 2011. With 3,740 respondents and 3030 completed surveys, the global study had
a completion rate of 81%. The survey respondents stemmed from five continents and over 16 industries, including IT (23.4%)
financial services (13.7%), telecommunications (8.4%) and pharma and healthcare (8.3%). With 29 questions, of which 4 were
open-ended posed to PMO staff and 25 questions, of which 3 were open-ended posed to non-PMO staff, this global study sought
to measure the current state, trends and value of the Program/Project Management Office (PMO) worldwide. The anonymous
respondents only provided contact details if they wished to receive a copy of the report.
For more information about how ESI can help your

organization, call us at +1 (877) 766-3337 or visit
www.esi-intl.com.
www.esi-intl.com

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The Global State of the PMO:

Its Value, Effectiveness and

+1 (877) 766 3337 • +1 (703) 558 4445

An ESI International Study

• Do organizations even know whether their PMO is effective?

About The Study

• More transparency is needed to measure PMO effectiveness.

• The measurement of training impact is sorely neglected.

The Location of the PMO

How does the PMO get involved in the training

Core Competencies APAC

Hard Skills Global Mean

Coaching and Mentoring

Certifications (PMP, APMP,

Measuring Training Impact

Which of the following methods, if any, are used by

Which of the following methods, if any, are used by

Measuring the Impact of Training --

The Positive Influence of PMO Involvement

What types of training and support do

Support for Professional Certification

Has PMO involvement made it easier to plan your personal

Which descriptions best apply to your current PMO?

Provides team with right

To your knowledge, has the value of the PMO recently been

The following PMO functions represent stages in the

Stage 1: Gather and report on project progress and data

Stage 2: Develop and enforce standards, methods and processes

Stage 3: Manage, allocate and control PM resources

Stage 4: Manage dependencies across multiple projects and/or programs

Stage 5: Track and report on project ROI and benefits realisation

Stage 6: Manage the health of the project portfolio

% of PMO Certified Staff

On average, how many years of project experience

Average Years of Project Experience

24.4% 18.6% Less than 5

More than 10 years

Key Achievements and Improvements by PMO in 2010

Managing projects…………………44% Managing projects………………41%

Resource management…………….10% Improved communication…..6%

Improved communication………….7% Training & reporting…………….6%

Does your PMO measure and report formally to

PMO Effectiveness Measured By Region

To what degree does your PMO fulfill its role?

For more information about how ESI can help your

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